pim visionr2).pdfmanagement research thesis (mrt) option (20 cr) students needing an...

PIM VisionTo become a centre for management excellence in South Asia.

PIM MissionWe ignite human imagination by developing leaders having global presence with local pulse.

In this endeavour, we pursue innovative teaching, cutting-edge research, enriching partnerships, inspiring sustainability and exemplary governance.

PIM Values

PassionEnthusiasm and eagerness towards results in showing professionalism in actions.

Key Behavioural Indicators (KBIs) Is clear about the tasks associated with the job. Is enthusiastic in handling tasks. Thinks innovatively in finding new solutions. Is conscious of one’s contribution to the institutional success. Willing to exert extra effort to achieve objectives.

IntegrityActing in an ethical manner with the best interest of the institution in mind.

Key Behavioural Indicators (KBIs) Is honest in conducting oneself. Can be trusted in handling confidential matters. Conducts oneself fully within the rules and regulations of the institution. Cannot be manipulated for unethical actions. Keeps the institution’s needs ahead of one’s interests.

MindfulnessPaying attention to purpose and actions in doing things with self-awareness.

Key Behavioural Indicators (KBIs) Pays attention to detail. Is aware of the needed actions at any given moment. Looks at situations unbiased with an open mind. Has complete focus on tasks at hand. Is efficient in utilizing time.

We produce thought leaders to the nation. The Postgraduate Institute of Management (PIM) has been in the forefront in breeding such leaders with character and competence. They are equipped with cutting-edge knowledge and complementary skills needed to perform in both private and public sectors alike. In producing them with clarity and commitment, the PIM has always been a centre of excellence in management education, with its wings spreading beyond Sri Lanka.

Excellence is all about being exceptionally good. When applied to enterprises, it involves exceptional achievements in a consistent manner. That’s what the PIM is proud of being a self-financed, semi-autonomous public entity. Now the time has

come to expand our reach, regionally and globally through research and teaching. The leadership of the PIM has been entrusted with another generation. Adhering to best practices with appropriate use of technology is the way forward in ensuring enhanced quality and relevance in all our initiatives. The PIM will continue to produce value in practising values, as the nation’s school of business.

We strive to continuously improve all our programmes. Master of Business Administration (MBA) is our key flagship programme. As we have been consistently advocating, being an MBA is far more important than doing an MBA. It is to put mind before action, in all endeavours. The increasingly competitive world now demands not just to “be an MBA” but “being brilliant as an MBA”. We believe in facilitating holistic learning with quality and relevance. In doing so, we transform mere practitioners to mega professionals who will have global presence with local pulse. That’s why we offer an enriching learning experience in igniting human imagination.

Prof. Ajantha S. DharmasiriDirector and Chairman of the Board of Management

As the pioneer of advanced management education and training in Sri Lanka, the Postgraduate Institute of Management (PIM) has continued to serve the business community and the state for over 30 years. As a semi-autonomous body affiliated to the University of Sri Jayewardenepura, it is governed by a Board of Management consisting of representatives from business, professions and the government. The PIM is the only university institution in the country which is self-financed. The PIM’s core degree programme, the Master of Business Administration (MBA) attracts, hundreds of young managers annually, and provides the most challenging learning opportunity in management in Sri Lanka.

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Guided by our strategic direction, the Institute consciously adopts a series of strategy-driven policies and programmes in the four key result areas of management education and research:

Higher Degrees

Quality in Output

All our graduates in business, public sector management and doctoral programmes are expected to demonstrate high levels of achievement in three areas:

l Distinct operational competencies in a chosen specialization of management;

l Distinct competencies in the generic management skills of interpersonal relations and communication including IT; and

l Distinct competencies in higher order integrative abilities in systems integration, strategy formulation and leadership.

Relevant Education

Courses of study, areas of specialization and majors, and research priorities in all programmes of study will reflect the Institute’s response

to the priority needs of industry, government and national development as perceived by the Institute. In this process, the Institute also gives priority to the study of international business and issues of globalization.

Research in Management

Proudly Continuing Our Tradition

The PIM is the leading higher education institution in the country that conducts research in the discipline of management. This is amply reflected in our claim that our MBA is one of the few, and best, MBA programmes in the world where research is an important and essential component of the degree. While many MBA programmes elsewhere have conveniently abandoned the most precious learning activity of research, we proudly continue to improve upon the quality of our research activity in the MBA programme. We have done so for over three decades. Research interests developed at the Master’s level are promoted through the doctoral programme of study. The Sri Lankan Journal of Management, the quarterly Journal of the Institute which started in 1996, and the new Professional Manager Magazine continue to provide a forum for publication and discussion.

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MBA Programme Learning ObjectivesThis module is in direct relevance to the learning objectives of the MBA programme. As it is stated, PIM MBA graduates will be able to:

A. Recognize the key knowledge, skills and attitudes at local and global level.

B. Reflect with critical thinking and analysis in solving business – related problems.

C. Reach public and private organizations through team participation.

D. Realize the importance of economic and ecological concerns and the humane aspects of business activities.

E. Reinforce integrity and ethics in being conscious about values when decisions are made.

The above objectives are connected to the learning objectives of each module.

Degree RequirementsThe Master of Business Administration (MBA) is the core degree programme of the Institute. It takes two years to complete. Organized into eight academic terms during this two-year period, the programme offers approximately 600 classroom interaction hours and over 60 hours of faculty consultation on research, skills development, directed study and residential workshops. Since the degree requirements for group work, practical assignments, research and skills projects as well as examinations are comprehensive, the demand on students in terms of study hours is high. Most of the sessions are conducted during evenings and weekends, and part of the work is done through day-time workshops and off-campus residential programmes. All degree requirements must be completed within a period of five years of the date of first registration.

A student must earn a total of 60 credits by way of course work, research work and skills demonstration. These credit hours (cr) are distributed among these components of the regular study programme as follows:

Required Core Courses (17) 34 credits

Elective Courses (04) 08 credits

Integrative Course in Management 03 credits

Management Research Project (MRP) or

Management Skills Project (MSP) or

Management Case Study (MCS) or

Entrepreneurship Skills Project (ESP) or

Industry Survey Project (ISP)

15 credits

Total 60 Credits

The Management Research Project/Management Skills Project/Management Case Study/Entrepreneurship Skills Project/Industry Survey Project is presented by the student before a panel of academic and professional evaluators.

Management Research Thesis (MRT)Option (20 cr)

Students needing an academically-bent Master’s Degree may undertake research leading to a Thesis (20 cr), in which case the student will not do the 15 credits projects stated above, and the integrative course in Management. Further, the student will do only three elective courses. Management Research Thesis is presented by the student before a panel of academic and professional evaluators.

Management Field Study Project (MFP) Option (11 cr)

The Management Field Study Project option is an extension of the case study, where a student can focus on a performance improvement of a division/department linked to a course work. This will be more related to KPIs of the company which essentially becomes a part of performance of a manager. Students taking Field Project will need to take two additional electives, which can broaden the knowledge, allows more specialization in one field and gain competencies in the particular field. For an example one can take additional electives in HR and take a HR related Field Project. This approach will allow the student to complete the MBA on time and gain required competencies in an area of specialization.

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Time TablesThe academic year is organized on a term basis. The duration of a term is three months.

a) Week-day Option: Three days per week (5.30 pm - 8.30 pm).

b) Week-end Option: Three, three hour sessions on Saturday/Sunday (9.00 am - 7.30 pm).

MBA StudentsThe PIM’s MBA attracts practising managers and professionals largely from the private sector. Candidates come from different academic and work backgrounds. Engineering, marketing, accounting, finance and IT are the popular ones.

The average age of students in a class is 25 years and they possess, on average, 3 to 6 years of executive experience. Students who come with adequate preparation in supportive learning skills in such areas as computing, statistics, accounting and communication seem to enjoy the learning activity better, and they cope with the stresses of the programme with relative ease. The most valued learning outcomes for students of the MBA Degree include:

¡ Learning the art and science of providing leadership, including entrepreneurial and strategic thinking for business organizations competing in borderless environments;

¡ Developing higher levels of competence in problem and policy analysis in marketing, production, financial and organizational aspects of business;

¡ Mastering the complex processes of decision making and application of modern management techniques for productivity and quality enhancement;

¡ Developing values and skills for working with people, particularly in groups and teams; and

¡ Sharpening business communication skills for negotiation and executive presentations.

Who Should ApplyEligibility to apply for admission to the MBA Degree programme is determined according to the following criteria:

1. One of the following qualifications:

a) A Bachelor’s Degree, with at least a second class (upper division) pass, in business/

public administration/commerce/management studies from a recognized university.

b) A Bachelor’s Degree from a recognized university and at least three years’ work experience in a managerial capacity at an organization acceptable to the Institute, or teaching/research experience relevant to the programme of study.

c) A professional qualification recognized by the Institute as being equivalent to a Bachelor’s Degree of a university and three years’ work experience in a managerial capacity at an organization acceptable to the Institute, or teaching/research experience relevant to the programme of study.

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d) Senior managers, entrepreneurs and researchers whose age is above 35 years and who have an exceptional and outstanding track record. (In this category, the Institute will adopt special procedures for the determination of eligibility for selection where the number of places allocated in the programme is limited.)

2. A good knowledge of English.

Assessment of ApplicantsAdmission to the Institute’s programmes of study is competitive. In the selection of applicants, intelligence is viewed as necessary but not sufficient. The PIM welcomes applicants with experience in managing organizations or in research together with qualities of dynamic leadership and a desire for continuous improvement. In making selection decisions, this admission policy recognizes the relevance of three equally weighted sets of attributes: intellectual capacity, demonstrated professional/research competence and personal characteristics. Since the Institute’s courses of

study are conducted in the English medium, candidates are required to have adequate proficiency in English.

The admission procedure includes three steps of evaluation:

a) Review and assessment of application and qualifications

b) Admission test

c) Interview.

A Board of Admission administers this procedure. Both academic and professional qualifications of applicants will be assessed in order to determine applicants’ intellectual capacity and achievements.

Admission TestQualified applicants are required to sit the Admission Test conducted by the Institute. This test is designed to assess the candidate’s analytical skills, communication skills and proficiency in English.

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Applications and FeesA copy of the Programme Handbook with an application form could be obtained from the PIM office on a payment of Rs. 500.

An application-processing and admission test fee of Rs. 1,000 must be paid at the time of sending the application. Course fees applicable to each programme of study are indicated at the time of announcement of each programme. Course fees once paid are not refundable, in whole or in part. (The course fee for MBA 2018-2019 programme is Rs. 575,000).

Timetables for sessions will vary according to the programme - structure, i.e., whether the programme is full-time, or conducted during evenings or weekends.

Foreign ApplicantsForeign students may use the application forms obtainable from the Institute to make a formal application for the programme of study. Applications must be accompanied or followed by:

a) An official transcript of the academic record of the candidate, forwarded to the Institute directly by the foreign university/ institute concerned. The applicant is required to make necessary arrangements for the Institute to receive his/her transcripts on time.

b) Evaluation reports by two referees, addressed to the Director of the Institute, under confidential and sealed cover.

Those applicants whose medium of educational instruction over a considerable period of time (minimum of three recent years) has been English may seek exemption from the MBA Admission Test by forwarding evidence of competence in the English Language.

Foreign applicants may also be exempted from the oral examination requirement for admission.

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Programme Duration and ExtensionsThe normal period of study (effective from the day of registration) for the MBA is two years under the part-time option and one year under the full-time option.

Under circumstances acceptable to the Board of Study of the Institute a student may, upon request, be granted extension of registration beyond the normal period of study stipulated for the programme. The maximum period of study for the MBA is five years from the date of first registration in the programme of study. Students receiving extensions must pay a programme fee for the period of extension.

Course RegistrationStudents must also register themselves separately for required and elective courses. In general, a student who is employed will not be allowed to take more than three courses per term. However, those students who are not employed or have obtained study leave may be allowed to take up to five courses per term.

Cancellation of RegistrationThe university registration of those students who cannot complete the postgraduate degree within the stipulated time will be automatically cancelled. If they still wish to obtain the Degree they must reapply for admission.

Student DisciplineIn order to secure and maintain professional and ethical standards pertaining to discipline, students are expected to exercise restraint in their conduct both inside and outside the Institute. It is the responsibility of each student to obtain a copy of the PIM Student Handbook

and familiarize himself/herself with the regulations, procedures and guidelines given therein, and adhere to them in pursuing the studies and research prescribed by the Institute.

Residential WorkshopsAn important feature of programme delivery is residential workshops. Usually, they are held in hotels away from Colombo. These workshops help students and faculty to examine current issues in management in a quiet and reposeful environment that promotes creativity in group settings.

Postgraduate Diploma OptionStudents who are unable to complete the MBA Degree requirements may obtain a Postgraduate Diploma in Management (PGDM). PGDM may be awarded to those students who successfully complete all requirements except those for research and skill competencies. Likewise, PGDM will also be awarded to those who do not reach the required level of overall academic performance measured by Grade Point Average (GPA).

Further Information for StudentsDetailed information regarding all the policies and procedures and regulations governing the programme is given in the Student Handbook, which is given free to registered students. It is the responsibility of the students to understand and follow the information given in this Handbook.

The PIM is privileged to offer its clientele the exposure it has gained both locally and globally to meet the growing needs of managerial competencies and professionalism. The curriculum is structured around seventeen core courses and a choice of elective courses from a wide array of subject areas. Students are directed to research and skills development projects in each required course, leading to a well-conceived final project in the second year of study.

Credit RequirementsA two-credit course which is 30 session hours, is conducted over a period of 10 weeks, and a student will complete three such credit courses in a typical term. Each course will have its own scheme of evaluation, including skills and research-based assignments and group work, and a final course examination. Time tables for sessions vary according to whether the programme is full-time, part-time or conducted during evenings or weekends.

The credit structure of the MBA Programme under different research options is as follows:

MBA with Research Component:

Course Type No.of Credits

Required Core Courses (17) 34

Elective Courses (04) 08Integrative Course in Management 03Management Research/Skills/Case Study/Entrepreneurship Skills/Industry Survey Project

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Total 60

MBA with Management Research Thesis (MRT) Component:



Elective Courses (03) 06Management Research Thesis 20Total 60

Grading SystemThe grading system currently applicable in the programme is as follows:

The pass mark for each credit course is sixty (60) and above provided that the student earns a minimum of 60% for the examination component in order to attain this grade. A minimum of 60% will also apply to all assignments, the aggregrate of which would form the total that module.To qualify for the MBA Degree the level of performance required at the end of Year II is a GPA of 4.0 or better on the above scale.

Excellence in PerformanceA Merit Pass in the MBA degree is awarded to a candidate who receives a GPA of 7 or better, together with a grade of ‘A’ for the final project.

Marking Scale Grade Point Scale

00 - 59 F 060 - 65 C 266 - 70 C+ 371 - 75 B 4

76 - 80 B+ 581 - 85 A- 686 - 90 A 7

91 - 100 A+ 9

MBA with Management Field Project (MFP) Component:



Elective Courses (06) 12Integrative Course in Management 03Management Field Project Report 11Total 60

(The above credit structure is in compliance with the Sri Lanka Qualification Framework (SLQF) Exit Level 10 requirements.)

Required Courses:Term I (Year 1)MBA 501 Managing OrganizationsMBA 502 Economic Analysis for BusinessMBA 503 Business Communication

Term II (Year 1)MBA 504 Marketing ManagementMBA 505 Business Law & Communication SkillsMBA 506 Information Management

Term III (Year 1)MBA 507 Organizational BehaviourMBA 508 Managerial FinanceMBA 509 Managing Business Operations

Term IV (Year 1)MBA 510 Human Resource ManagementMBA 511 Management Research SkillsMBA 512 Leadership and Business Development

Term I (Year 2)MBA 513 Strategic Financial ManagementMBA 514 International BusinessMBA 515 Project Management

Term II (Year 2)MBA 516 EntrepreneurshipMBA 517 Business StrategyMBA 518 Business AnalyticsMBA 519 Integrative Course in Management

Term III (Year 2)Elective Course IElective Course II

Elective Course III

Term IV (Year 2)Elective Course IV

One of the followingMBA 525 Management Research Project (MRP)MBA 526 Management Skills Project (MSP)MBA 527 Management Case Study (MCS)MBA 528 Entrepreneurship Skills Project (ESP)MBA 529 Industry Survey Project (ISP)MBA 530 Management Field Study Project (MFP)MBA 535 Management Research Thesis (MRT)

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MBA 501: Managing Organizations

Overview of managing organizations, evolution of management thinking, approaches to planning in organizations, organizing and organizational design, leading vs. managing in organizations, control techniques in management, systems perspective of organizations, managing change, managing the human resource in organizations, organizational culture, balanced scorecard as a progress tracking tool.

Learning Highlights:

1. Intent, scope and context of management2. Managerial roles skills and functions3. Managing in diverse contexts4. Managing change

MBA 502: Economic Analysis for Business

Fundamental economic problems facing societies and individuals; how modern markets work; demand and supply analysis; Government intervention in the economy; elasticity and business applications; theory of production and cost; industry structures from perfect competition to monopoly and business strategy.

The macroeconomic environment of business; national income accounting and economic growth; international trade; balance of payments and exchange rates; implications for business of Government’s macroeconomic policies - fiscal policy, monetary policy and exchange rate policy.


1. Elasticity coefficients and business strategy

2. Cost-output behaviour and pricing decisions

3. Industry analysis and firm-level actions

4. National income accounting

MBA 503: Business CommunicationCommunication in organizations; classification of information and typologies; topics and themes; professional and business writing, writing of management reports; executive oral presentation skills; inter-cultural communication; listening skills; creative thinking, negotiation skills; conducting executive meetings.


1. Overcoming communication barriers

2. Creative and critical thinking

3. Executive presentations

4. Negotiating and conducting meetings

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MBA 504: Marketing Management

Essentials of marketing: marketing as a philosophy and function; profiling the Sri Lankan consumer; market segmentation, targeting and positioning; managing the marketing-mix: new product development, branding, pricing, selling, marketing communication, distribution; market/sales forecasting; product/market plans.


1. Consumer needs analysis

2. Developing positioning strategies and value propositions

3. Marketing strategy implementation and monitoring

4. Segmenting, targeting, and positioning

MBA 505: Business Law & Communication Skills

Fundamental concepts of Business Law; sources of law; the legal and court system; forms and procedures in commercial litigation; legal forms of business organizations; sole traders, partnerships, syndicates, joint ventures, agencies and companies; contract law, tort law, property and criminal law in relation to

business; intellectual property; the law governing e-Commerce; banking and insurance law; securities in lending, hire purchase, guarantee and indemnity; employment and labour law and dispute settlement; mediation, arbitration, ombudsman schemes and consumer protection.


1. Role and scope of Business Law

2. Legal principles and concepts

3. Analysis of legislation and judicial decisions

4. Impacts of Law on business and commerce

MBA 506: Information Management

Business and IT; the business value of ICT, use of IT for competitive advantage, ICT strategy vis a vis business strategy, DMS and data warehouses, the Internet and e-Business, knowledge management in organizations, intra-organizational and global information systems, enterprise information systems, security and control.


1. Enterprise systems

2. Business impact of the internet

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3. Effective selection and implementation of IT systems

4. ROI on IT investments

MBA 507: Organizational Behaviour

Historical development of the study of organizational behaviour; perception, multiple intelligences and personality; attitude, values and ethics; Theories of motivation, Zimbardo and Milgram effects; power, politics and influencing tactics; team dynamics; conflict and stress; identification and involvement, leading to organizational commitment.


1. Psychological determinants of behaviour

2. Psychometrics for personality profiling

3. Organizational values

4. Emotional intelligence

MBA 508: Managerial Finance

Role and function of accounting and finance; understanding financial statements; interpretation and analysis of financial statements; cash flow statements and working capital management; sources of finance and cost of capital; budgeting and budgetary control; contribution analysis and managerial decision making; investment appraisal; shareholder value creation and corporate governance; mergers and acquisitions.


1. Financial statements for managerial decision making

2. Cost of funding

3. Intricacies of working capital management

4. Contribution-analysis for decision making

MBA 509: Managing Business Operations

Production systems and processes; meeting customer needs and wants; design and innovation of socio-technical systems of operation; information technology interfaces; core business and outsourcing; measurement of performance and productivity; total quality management; certification of quality systems; work processes and layout strategy; planning, execution and monitoring of projects; logistics and supply chain management; work measurement, method study and ergonomics.


1. Designing and development of products2. Quality system design3. Layout planning4. Network application

MBA 510: Human Resource Management

Managing people in the context of change, strategic HRM, employee selection, employee discipline, training and development, job design and analysis, managing performance, employee relations, managing rewards, emerging trends in HRM, emerging trends through “7G” framework.


1. Role of HRM in organizations

2. Training need analysis

3. Best HRM practices trends

4. Developing a HR scorecard

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MBA 511: Management Research Skills

Nature and significance of research; types and characteristics of scientific research; approaches to research – deductive/inductive and quantitative and qualitative research; conceptualization and hypothesis development; process of operationalization; sampling theory; data collection instruments and methods including focus groups; observation methods and case study; statistical techniques and presentation of findings.


1. Descriptive, analytical and diagnostic modes

2. Data gathering approaches

3. Interviewing techniques

4. Data analysis and presentation

MBA 512: Leadership and Business Development

Leadership in high performance organizational cultures; historical, modern and postmodern leadership theories; entrepreneurship

development; ethical dimension of exemplary leaders; building a leadership pipeline for succession; emergent leadership in crisis and disaster management; business modeling and the business plan; building a high performance culture of commitment and competence; business incubators; design and creation of strategic business units, innovation and creativity in organizations.


1. Designing a leadership pipeline2. Guidelines for ethical practice3. Business modeling and business plan

development4. Business leader characteristics and

behaviours

MBA 513: Strategic Financial Management

Understanding finance strategy; agency theory and stewardship theory; globalization of finance; sources of long-term funding; capital structures; arguments on risk vs. return; maximizing

shareholder wealth; analysis of finance strategy in the context of product life cycle; advanced aspects of capital budgeting; evaluating and forecasting long-term cash flow patterns; working capital management; foreign currency management; dividend policy; mergers and acquisitions.


1. Strategic aspects of FM2. Investment Analysis3. Capital structure decisions4. Finance strategies for growth

MBA 514: International Business

Globalization; global institutions; international differences in culture and business implications; international trade theories; comparative and competitive advantage; economic groupings and free trade agreements; FDI; balance of payments; foreign exchange market; modes of entry into foreign markets and strategic alliances; strategies for the global market; business negotiation;

global HR practices.


1. Cross-cultural differences and adaptation

2. Negotiating strategic alliances/joint ventures

3. Foreign exchange markets and risk management techniques

4. Profiling country business settings and practices

MBA 515: Project Management

Introduction to Project Management (PM); scope, time, cost, quality dimensions of PM, procurement, integration risk management; PM office; programme Management; PM methodologies; change and configuration management in PM; project auditing; international standards and practices in PM.


1. Recent PM body of knowledge and implications

2. Project design, planning, monitoring and

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control of projects

3. Managing risk, understanding PM office

4. Project auditing

MBA 516: Entrepreneurship

The philosophy, process and practice of entrepreneurship; identifying entrepreneurship through ‘S’ curves of growth; personal entrepreneurial competencies; the cultural context of entrepreneurship; foci of different schools of entrepreneurial thought; creativity and innovation; identifying windows of opportunity; wedges of entry into established markets; blue ocean strategy for entrepreneurs; entrepreneurial strategy; social entrepreneurship; family business and succession; legal and other compliance issues.


1. Self-evaluation as an entrepreneur

2. Developing entrepreneurship

3. Studying an entrepreneur

4. Opportunity recognition

MBA 517: Business Strategy

Business strategy, competition and winning; business paradigms and competing for the future; types and risks of strategies; industry analysis; company analysis; strategy formulation; vision, mission and objectives, strategy and policy; corporate planning; plan implementation; appropriate organizational structures and cultures.


1. Analysis of business contexts

2. Developing strategic positions

3. Developing the vision and mission of a business

4. Executional strategies and operationalization

MBA 518: Business Analytics

This course stresses on key tools in Business Analytics that can impact the performance of a business. An interactive learning approach is adopted to deliver the course. Topics are presented in a pragmatic manner, making it simple to understand and apply in a corporate environment. Lectures, presentations, case analysis, group presentations, discussions, and videos are used appropriately as methods of delivery. Assignments are given on issues related to local and global organizations. Hence participants get an opportunity to apply the knowledge gained into practical situations.

MBA 519: Integrative Course in ManagementThe Integrative Course in Management consists of a series of five seminars. At the end of the seminar series students are required to sit a Comprehensive examination of three hour duration.

MBA 525: Management Research Project (MRP)

Through MRP, the student will demonstrate his/her depth of knowledge and understanding in a chosen area of study via an extensive study/survey of existing knowledge, innovative formulation of problems and their analysis; collection, analysis and interpretation of data and information, and developing sound conclusions. Students are advised to select a suitable area of study for this purpose early in their study programme, and then use the research exercises given in required courses to explore and develop their research questions and background literature.

Required: Approval of research proposal; submission of paper during the last term of study; and oral examination of paper (approximately one hour).

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MBA 526: Management Skills Project (MSP)

Through MSP, the student will demonstrate his/her knowledge and understanding in a chosen area of study via a survey of existing knowledge and identification of a business or management problem requiring solutions in a practical setting, and demonstrate competency in a chosen area(s) by designing a project, implementing it and reporting the results obtained. A wide range of projects in construction, business, services and management of organizations is permitted. Students are advised to plan for a suitable project early in their study programme and then use the skills assignments available in required courses to prepare for the project to be undertaken in the last term of study. Students may search for project sponsors/funding sources to support the project’s implementation.

Required: Approval of management skills proposal; submission of project during the last semester of study; and oral examination of project (approximately one hour).

MBA 527: Management Case Study Project (MCS)

Through MCS, the student will demonstrate his/her ability to examine an organization based on an overarching theme.

Evidence, both quantitative and qualitative, will be collected relating to the selected organization in examining the identified theme. The collected information which will be organized in terms of a well-crafted conceptual framework and its underpinning theme will then be narrated in order to develop the case study which will be undertaken in the last term of study. Pointed questions will be listed at the end of the case study for the reader to explore.

Required: Approval of case study proposal; submission during the last semester of study; and oral examination of case study (approximately one hour).

MBA 528: Entrepreneurship Skills Project (ESP)

ESP is specially meant for the student who intends to start up his own business, spearhead the startup of a strategic business in an organization, plan a specific aspect of business development, or move into business consultancy for startup entrepreneurs or small businesses. It is an opportunity for the student to demonstrate his/her knowledge and understanding of entrepreneurial strategy. In doing so he/she will make evident his/her competency in identifying an opportunity in the market, developing an idea, crafting strategy for the startup of a business unit for manufacture or service, analyzing operational, market and financial feasibility, and also executing a project using state of the art project management knowledge. As in MBA526 Management Skills Project, students are advised to plan for such a venture early in their study programme by aligning assignment of courses such as Managing Business Operations, Leadership and Business Development, Entrepreneurship, and Small Business Management towards this end. Students are also advised to seek sponsors and partners who would facilitate the realization of this project.

Required: Approval of entrepreneurship skills proposal; submission during the last semester of study; and oral examination of project (approximately one hour).

MBA 529: Industry Survey Project (ISP)

An ISP can be undertaken by a group of students comprising 3-5 teams, each team consisting of 2 students. Based on an common framework for the industry, each team of 2 students will analyze 10% companies in the selected industry which would constitute one project. In total the 3-5 terms group would analyze 70% of the industry where the unit of analysis is the company. A sample of minimum 8000 respondents is

required if individual responses from the basis of the data collection.

MBA 530: Management Field Study Project (MFP)

As in a MSP, a MFP addresses either a significant performance issue in a company such as a decline in competitiveness or an attractive opportunity that would enhance current profitability. It offers an excellent opportunity for MBA students to use the knowledge gained from their study programme to analyse an organizational issue and develop recommendation for resolving the issue.

MBA 535: Management Research Thesis (MRT)

Students pursuing the Thesis option with 20 credits (in lieu of the Management Research/Skills/Case Study/Entrepreneurship Skills Project) may leave out one elective course (2 credits) and the Integrative Course in Management Course (3 credits), thus making up for the 5 additional credits entitled for the Thesis.

Required: Approval of management research thesis proposal; submission during the last semester of study; and oral examination of thesis (approximately one hour).

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MHR 600: International Human Resource Management

International Human Resource Management deals with aspects of managing people in the global work place. This course will help participants to become either global managers of multinational corporations located in different countries or managers who work for diversified enterprises with plant and branches in different locations. Essentially, it deals with global HR issues arising in relation to the management of workforces functioning in cross-cultural operating contexts.

MHR 601: Human Resource Development Human Resources Development is a function of an organization that provides opportunities for an individual to improve his/her current and future job performance, while simultaneously making best use of human capital in order to improve the efficiency of the organization itself. Excellent Human Resource Development Systems are integral to the organization’s strategic plan. This course will assist participants to learn how organizations develop competencies in people who work in them, so that they would

have the ability and urge to achieve beyond the average.

MHR 602: Organizational Psychology This course applies knowledge of behavioural science to managing people at work and organizational development. By taking a more Asian perspective, it applies principles of the Moral Sciences as well. Topics covered include individual differences, personnel selection decisions, personnel performance assessment, conflict management and negotiation, motivating employees, team-work issues, productive and counter-productive behaviour, work-life balance and personal quality.

MHR 603: Strategic Human Resource Management In the competitive world of business, Strategic Human Resource Management has a strong bearing upon an organization’s corporate strategy formulation and implementation. It is also the pattern of human resource deployment and activities intended to enable an organization achieve its objectives. This course deals with linking HRM with the strategic management

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processes of the organization with emphasis on co-ordination and congruence among the various HR practices.

MHR 604: Performance Evaluation and Management

This course aims at studying measurement of employee performance for effective and the efficient management of organizations. In this, widely acclaimed motivational and performance evaluation models will be examined with focus on their possibility of use in the local context. The scope will include impact remuneration and incentive schemes and bonus plans for different categories of employees in the organizational hierarchy. The course will be enriched with success stories from global and local contexts.

MHR 605: Contemporary Issues in Human Resource Management The aim of this course is to provide an up-to-date analysis of the diverse and complex range of issues currently confronting the field of human resource management. Further, there is a strong focus on applying current theories and models to successful companies within the global and

local context. In addition, the latest research in the field of HRM is used to demonstrate topical issues from a strategic and innovative perspective. The course is more suitable for candidates who have substantial work experience in HRM.

MBF 610: Cost Analysis for Management

Managing costs, which is largely within the control domain of management, is of prime importance in managing organizations. A systematic analysis of costs is the precursor to effective cost management via cost control and cost reduction. This course offers a scheme for analysis of costs and a choice of methods/ tools of cost control to select from. In addition, the course develops a mind-set inclined towards managing costs. Case studies will be used to illustrate success stories and also demonstrate analytical and control techniques.

MBF 611: Corporate Business Finance Corporate Business Finance concerns the maximization of the financial value of an organization while managing the financial

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risks faced by the firm. This course is designed to enable the participants to understand the behaviour of the financial environment of the firm, the interrelationships among different drivers therein and its impact on the decision-making process including behavioural aspects. Emphasis will be placed on practical application of principles, concepts and intuitive understanding of the theory behind salient financial decision models.

MBF 612: Portfolio Management and Business Valuations

Firstly, this course is designed to acquaint participants with basic concepts, theories and practices in understanding and analyzing and making decisions in investment and portfolio management. It thereafter proceeds to discuss their applications covering areas. Secondly, it deals with the theory and practice of valuation of businesses and equities. It uses empirical findings on these topics as and when required.

MBF 613: Risk Management Risk is considered as a consequence of uncertainty with a continuum of decision making roles. This course examines risk in general as applied to the whole range of risks to which a firm is exposed. In this context, this course focuses on the types and sources or risks faced by an organization and how these risks can be managed. Areas covered include quantitative risk analysis using risk measurement techniques and use of predictive analytics, modeling and simulation to improve risk management.

MBF 614: Contemporary Issues in Management Accounting

This course provides an extension of what has been covered previously in the area of Management Accounting. The focus is on an issues that have theoretical and practical underpinnings in the use of management accounting in organizations. It will examine the changing nature of management accounting and the role of the management accountant; the relationship with operations management and opportunities and challenges associated with implementing modern management accounting techniques (e.g. ABC, BSC and Target Costing).

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MBF 615: Principles of Islamic Finance

This course deals with what a finance practitioner should know about Islamic Finance in the Sri Lankan context. It commences with the interpretation of Islamic Finance as part of a plural financial system where different varieties of economic justice can co-exist and influence each other. The course focuses on the different types of Islamic financial products available and their uses in different types of financing arrangements. The course also examines some of the real challenges for practitioners in practising Islamic Finance in Sri Lanka.

MMK 620: Consumer Behaviour The term ‘behaviour’ includes thinking, feeling and action patterns of consumers in response to value propositions made by organizations. The study of consumer behaviour will help organizations to ‘get under the skin of the customer’ and develop strategies that work in the market place. This course will enable participants to recognize and understand the intra and interpersonal and environmental factors that shape consumer behaviour and apply the knowledge gathered in the development and adoption of marketing plans.

MMK 621: Marketing Communication This course explores the role of communication in marketing management and the strategic integration of promotional tools, including public relations, advertising, sales promotion, personal selling, database and on-line marketing. It critically evaluates trends and the impacts of marketing communication on individuals and on society as a whole. The course will adopt largely a case study approach covering global and local scenarios and across divergent organizational categories.

MMK 622: Market Analysis and Research

This course aims to provide participants with knowledge and skills associated with market research. Topics covered include carrying out a needs analysis, designing a market survey, collection and analysis of data gathered and interpretation of findings. This largely practice-oriented course buttressed with statistical methods for analysis will enable participants to implement marketing strategies effectively in their organizations. The course builds on their knowledge acquired previously in the areas of basic Marketing.

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MMK 623: Services Marketing

This course addresses the challenges of creating, marketing and delivering high-quality services. Participants will learn how key marketing concepts are applied within the service industry and come away with a better understanding of how to sell, promote and position services. Service management issues are also examined within the larger context of employee development and organizational culture. The course will be of immense benefit to those who practise or wish to practise professional services such as accounting, law, education, healthcare, etc.

MMK 624: International Marketing The focus of this course is to examine marketing from a global perspective. It examines the effects of international trade and the political, legal, financial and cultural environment on

making marketing decisions. Further, it studies the analysis and design of marketing strategies within the uncertain and dynamic international environment. The course will be enriched with case studies and will be of benefit to local managers who are required to perform in an intensely globalized environment.

MEO 630: Small Business Management

With the potent economy, numerous investment opportunities, and a strong sense of competitive nature in the corporate world, the day today running of a small business may seem daunting. In this course, topics which include market research techniques, feasibility studies, site analysis, financing alternatives which have already been dealt within the MBA curriculum are integrated into the practical task of facing challenges of small business management including start-up and operation of a growing enterprise.

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MEO 631: Techniques for Productivity and Quality

In today’s competitive and dynamic environment business leaders and managers are faced with the task of providing customers with a quality product at the least cost. Can it be achieved through the use of high technology, better systems, and application of tools and techniques or through employee involvement? The course is built around addressing the above issues and enables the participant to apply productivity and quality improvement techniques to the work environment. It also focuses on the concepts of productivity and quality management.

MEO 632: Managing for Innovation and Technology Management

This course addresses management and technological innovation with emphasis on the key role of organizations in creating, developing and transferring new knowledge, products and processes. It provides participants with an understanding of innovation dynamics both within and across organizational boundaries. By drawing from state of the art innovation literature as well as extensive use of case study material, the course analyses opportunities and challenges related to creating and sustaining innovation with a specific focus on technology-based organizations.

MEO 633: Logistics and Supply Chain Management Through this course participants are informed of current best practices in the theory and application of key processes and systems in logistics, operations, engineering and global supply chain management. It will increase the participants’ knowledge and experience in logistics and the global supply chain, technical and problem solving skills, supply chain management techniques, management skills and the ability to take on greater responsibility. The course will draw from the experiences of excellent companies both global and local.

MEO 634: Operations Research in Business

This course on operations research focuses on understanding and optimizing complex decision making in an organization. The course deals with decision making situations, including stipulation of problem definitions, objectives, constraints, model construction and verification, development of solutions, sensitivity analysis and interpretation. Techniques will include Decision Analysis, Linear Programming, Integer Programming, Transportation Problems, Goal Programming, Waiting Line Models and Computer Simulation.

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MEO 636: Corporate Strategy

Corporate strategy focuses on the pattern of decision-making that determines a firm’s goals and objectives, produces principal policies, defines the range of business to pursue, and pertains to the overall plan for a diversified firm. A firm’s corporate strategy acts as both a catalyst for and a constraint on the strategies of its business units. If the business strategies do not support the firm’s corporate strategy, synergy becomes impossible. Therefore, this progression reinforces the inextricable link between business strategy and corporate strategy, with cases of business integration, strategic alliances, corporate diversification, and mergers and acquisitions. Drawing on these factors, the major objective of this course is to help student to understand: 1) conditions under which different types of corporate strategy have the potential to create (economic and social) value, competitive and corporate advantages; and 2) organizational and managerial systems that must be in place in order to realize this potential value creation3) execution of business level strategies focused on a company.

Key feature of this course work is a simulation where participants will be running a company in the digital camera industry. Managers are to run the company in an industry where there is 8-10 %growth annually. They would be the given task of growing the company ; earnings per share and stock price at least 8% annually; Maintain a return on equity investment (ROE) of 15% or more annually; Maintain a B+ or higher credit rating; achieve an “image rating” of 70 or higher. Simulation caries 50% of the course mark

MBX 640: Business Negotiation Skills

This course aims at making participants better negotiators. Firstly, it will increase the awareness of participants of the negotiation process in general and that of their own negotiating behaviour and the implicit working assumptions. Secondly, the course will provide an operational

framework and analytical tools for preparing for and conducting negotiations. Finally, it will help them improve their skills in negotiation, joint decision-making, and joint problem solving, and help them to keep refining those skills.

MBX 641: Management Consultancy Skills

When firms do not have the internal capability to diagnose problems and develop alternative solutions it becomes necessary to seek the assistance of external specialists who perform the role of management. Hence, the knowledge and skills of consultants have a growing demand. The purpose of this course is to introduce the subject of management consultancy and build the relevant skills among the participants through a process of participatory learning. Diverse approaches with relevance and application in the Sri Lankan context are emphasized.

MBX 642 Cross Cultural Management

The course focuses on methods and practices of managing in different cultures. It examines sources of management conflicts due to cultural differences that emerge in the areas of attitudes, values and behaviour. Further, the course delves into intercultural awareness and effectiveness in the context of global businesses and successful implementation of strategy. It also examines corporate and personal ethical behaviour. The course will adopt a case study approach.

MBX 643 Organizational Leadership and Culture Organizational culture and leadership are elements in a company that work in conjunction with one another towards organizational success. Both culture and leadership influence how the company will function and what will be achieved. Either culture will determine how leadership functions, or leadership will transform

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the organizational culture so that the culture supports the organization. This is the essence of this course which will be illustrated with a series of case studies both from the global and local context.

MBX 644: Organization Change and Design

In the competitive world of business understanding the nature and characteristics of organizations is key to the survival and success of the organization. Organization theory is intriguing, rich and helpful. Integrating new concepts and models based on research with a view to applying them where appropriate offer novel options for individuals and institutions, in gearing them for high performance. It is a way of searching for organizational realities where manifestations of the human condition and conflicts are common place. This course is woven around this core.

MBX 645: Topics in Business Law

This builds on the basic Business Law course which has provided participants with a fair knowledge pertaining to the law relating to Business and Commercial Law in Sri Lanka. It is an advanced course in Business Law which focuses on selected current issues facing senior managers with emphasis on the corporate and financial services sector. The course subjects/topics have been specially selected to target these identified current issues and it will be blended with presentations by experts in the field of law.

MBX 646: Advanced Course in Research

The aim of this course is to provide advanced knowledge and skills in conducting academic research to those who wish to pursue research-based further studies. Its content will include comprehensive coverage of the research process including problem identification, review of literature, designing quantitative and qualitative research projects, and written and oral communication of research findings. The course will be delivered primarily through seminars and workshops.

MBX 650: Management Writing Skills

Communication undoubtedly has become one of the main pillars of any organization, irrespective of whether the organization is in the public sector or in the private business sector. Most successful executives in the world of work will be those with highly developed communication skills. Of all the components of communication, writing has assumed a great importance due to its ability to influence the business process significantly. This course will focus on making students become purposeful, economical and reader oriented in their management or business writing. Contents of this course will cover writing a paragraph with coherence and unity, compiling different types of essays, writing business letters and reports and strategic messages. A reasonably good understanding of English grammar is required for students to benefit out of this course.

MBX 647: e-Business

As e-Commerce increasingly creeps into all facets of everyday life it becomes necessary to understand how e-business evolved, the technologies and business models that drive it, the threat it poses to traditional business models and how it is likely to grow in the future. This course will provide insights into how e-business operates and attempts to answer the queries posed above.

MBX 648: Corporate Governance

This course examines the principles, policies and practices pertaining to the subject area of corporate governance in the local and international context. Course contents include: examination of different models and theories of corporate governance; application of these models and theories in practice; the regulatory framework; impact of multidisciplinary insights from the fields of economics, law, sociology, and psychology; corporate governance mechanisms and their application; and contemporary issues in corporate governance.

MBX 649: Training Management

Training management is the application of knowledge, skills, tools and techniques to training activities to realize the outcome of training in the broader context of Human Resources Development (HRD). The HRD is a function in an organization that offers prospects for an individual to develop current and future job performance, while concurrently best utilizing human capital in order to improve the effectiveness and the efficiency of the organization itself. The contribution of this course is to facilitate learning as to how organizations could explore practices of training, so that they would be able to make shift beyond the average.

MIT 650: Big Data Analytics

Big data is the description used to encompass the huge amounts of data that is common to many businesses. It has been described as the next frontier for innovation, competition and productivity in business. It is essential for companies to embrace it so that they can understand their customers better, develop new products and cut operational costs. This course has been designed to develop professionals who can become data scientists capable of working with massive amounts of data now common to many businesses.

MIT 651: Applications in Data Base Management

Database management systems provide efficient mechanisms for storage and manipulation of vast amounts of data, and have now become an

integral part of modern software systems. They are now moving from traditional applications to new areas including multimedia databases, geographic information systems and data warehouses. This course will help participants to contribute from the end users’ point of view to the technical specialists’ for the successful design and development of complex databases used in business solutions.

MIT 652: Data Mining Applications for CRM

At present, an unprecedented level of emphasis is given to CRM (Customer Relationship Marketing). Key to CRM is knowledge about customers with technical craftsman needed to perform creative data mining operations from a mass of data with a view to relationship building. This course will expose participants to essential features of CRM), the building blocks of

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a CRM programme, data mining skills to build, improve and maintain such a value generating programme and application of CRM skills in enhancing the firm’s profitability.

MIT 653: Information Systems Security This course will focus on basic computing security concepts as the pertain to logical and physical security at corporate or remote arenas including mobile networks. It will expose the participants to various design principles of trusted computing bases, legal requirements, investigation and compliance requirements, numerous security protocols and principles, practical networking security methodology and an introduction to business continuity and disaster recovery concepts.

MEC 660: Economic Policy for Business

Economic policies are pursued by the authorities to achieve multiple objectives of development. They seek, fundamentally, to promote economic growth with equitable distribution of incomes. These objectives are achieved principally through the private sector using regulations, service delivery systems and, most importantly, through macroeconomic policies. Businessmen need to understand these policies both in their current setting as well as in anticipated future trends. This course will focus on how such policies affect business performance.

MEC 661: Economic and Social Infrastructure for Business Performance

Economic infrastructure encompasses the energy sector, roads and highways, railways, telecommunication, water supply, drainage and irrigation systems, whereas social infrastructure refers to the country’s skills level, work ethic, legal framework and labour relations. While business decisions have to be based on a correct assessment of the availability of these facilities, not only currently but also in the future, there is also opportunity for private investment in these areas. This course examines these aspects in depth.

MEC 662: International Agreements on Trade and Services

International agreements on trade and services promote orderly trade relations and provide a mechanism for dispute settlement. Business performance in Sri Lanka is significantly influenced by the opportunities and challenges posed by the international community, including BRICS, which operates within a system of multilateral, regional and bilateral agreements on trade and services. This course exposes the participants to a wide range of international agreements with emphasis on implications that will accrue to them as businessmen from Sri Lanka.

Special Topics Any other course of relevance may be introduced from time to time.

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PIM Research Centre was set up in May 1998. In addition to administrating the Institute’s doctoral programme, it organizes, directs and promotes interdisciplinary studies and research in the various issue areas of the discipline of management, with a focus on cross-cultural management and communication.

The primary objective of the Centre’s work is to add significantly to the understanding of the best management practices in the country and the rest of Asia. The approach is interdisciplinary, and an attempt is made to integrate, or benefit from the perspectives of culture, religion, language, history, sociology, political science, economics and philosophy for the purpose of understanding key issues in management in South and South-East Asia.

International cooperation in these efforts is expected to result in a wide range of benefits in other areas of national importance such as international cooperation in education, international business and trade and intercultural cooperation. The current programme of research emphasizes the following areas of concern:

a) General management: e.g., best management practices in Sri Lanka and the Asian region.

b) Comparison of cultural value themes of the predominant Asian societies: e.g., contributions to cross-cultural studies such as Hofstede’s framework of value dimensions.

c) Examination of the cultural context of management practices in Sri Lanka with an emphasis on work values and human motivation, innovation, adaptation and dealing with risk and uncertainty, interpersonal behaviour such as coping, asserting and supporting, decision making and use of information, communication and business negotiation, productivity and similar issues.

d) Industry-specific studies: e.g., strategic directions of investments in a selected industry category.

e) Policy-directed studies: e.g., study of specific public policies in selected areas of national interest such as energy, transportation, fiscal policy and administration.

ActivitiesThe PIM’s research studies fall into three categories:

a) Faculty research,

b) Research projects funded by the Institute, and

c) Student research resulting from their theses, research papers, policy reports and field projects. They are published through Research Papers, Case Studies, Research Abstracts and the Institute’s Sri Lankan Journal of Management. Conferences and workshops held periodically provide an opportunity to discuss research findings. All students’ research reports are available for reference in the PIM Library. Lists of research titles are available on line.

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Collegiate Schools of Business (AACSB), the SBus is the only AACSB-accredited business school in the Australian Capital Territory Region. The SBus conducts active research programmes in Governance and Public Sector Accounting, Econometrics and Economic Analysis, Human Resource Management, Entrepreneurship and Innovation, Logistics and Big Data Analytics, Leadership and Change management, Public Sector Management and Marketing.

The UNSW is a founder member of the Group of Eight and one of Australia’s leading research intensive universities. It was ranked 48th in the 2014 QS World University Rankings. The UNSW was recognized in the ‘2012 Excellence in Research for Australia Report’, which assessed the University’s performance in all broad fields of research as “at, above or well above” world standard. UNSW research strengths span a broad and diverse range of disciplines. The UNSW and the PIM undertake joint academic research projects in areas of mutual interests, exchange of faculty and promotion of PhD Programme of the PIM, Master Graduates and PIM students, Faculty Members to undertake the PhD Programme at the UNSW, Canberra. The UNSW awards scholarships to outstanding students.

Cooperation with foreign universities and foreign management institutes has been a principal means by which the groundwork for the PIM has been laid over the past three decades. The PIM gives high priority to the development of links with reputed educational institutions abroad. The desire to develop expertise and promote disciplined development in the international context is the driving force behind the quest for cooperation.

The policy of the Institute is to cooperate with centres of higher learning worldwide. In particular, the PIM looks forward to forging links with centres of excellence in the Asia-Pacific Region, the South Asian Association for Regional Cooperation (SAARC), the Indian Institute of Management (IIM) and Universities elsewhere.

The Postgraduate Institute of Management has established research collaboration with the School of Business, University of New South Wales (UNSW), Canberra. The two institutions will collaborate in research activities in business, economics, management, and public policy. The School of Business (SBus) is one of the four Schools at the UNSW, Canberra. While only 5% of business programmes worldwide are accredited by the Associate to Advance

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Postgraduate Institute of Management

DirectorPostgraduate Institute of Management (Chairman)Prof. Ajantha S. Dharmasiri

SecretaryMinistry of Higher Education & Highways Rep: Mr. N K G K Nemmawatta Addl. Secretary

SecretaryMinistry of Public Administration and Home Affairs Rep: Ms. B P P S Abeygunaratne Addl. Secretary

SecretaryMinistry of Finance and Planning Rep: Mr. Ranjith Asoka, Director General, Department of Public Enterprises

Director General National Institute of Business Management Dr. D M A Kulasooriya

PresidentInstitute of Chartered Accountants of Sri LankaMr. Lasantha Wickremasinghe

PresidentInstitution of Engineers, Sri Lanka Eng. Jayavilal Meegoda

ChairmanCeylon Chamber of Commerce Mr. Samantha Ranatunga

DeanFaculty of Management Studies & CommerceUniversity of Sri Jayewardenepura Dr. U. Anura Kumara

Director Sri Lanka Institute of Development Administration Ms. Wasantha Perera

Prof. D B P H DissabandaraHead, Department of Finance University of Sri Jayewardenepura

Mr. Ravi EdirisingheChief Executive Officer, Sunshine Tea Pvt. Ltd.

Mr. Harsha FernandoConsultant, Asian Development Bank

Senior Prof. Kennedy D GunawardenaDepartment of Accounting,University of Sri Jayewardenepura

Dr. Saman KelegamaExecutive Director, Institute of Policy Studies

Senior Prof. H H D N P OpathaDepartment of Human Resources Management,University of Sri Jayewardenepura

Dr. Travis PereraSenior Consultant, Postgraduate Institute of Management

Prof. B N F Warnakulasuriya Department of Marketing Management,University of Sri Jayewardenepura

Dr. Wickrema WeerasooriaAdvisor to HE the President,Insurance Ombudsman of Sri Lanka,Senior Consultant, Postgraduate Institute of Management

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Business Administration

Prof. Ajantha S. DharmasiriDirector, Postgraduate Institute of Management

Dr. U Anura KumaraDean Faculty of Mgt. Studies and Commerce, University of Sri Jayewardenepura

Dr. A K L JayawardanaSenior Consultant, Postgraduate Institute of Management

Dr. Trevor MendisSenior Consultant, Postgraduate Institute of Management

Mr. Eardley PereraCompany Director/Consultant, Director, Dunamis Capital PLC

Dr. Travis PereraSenior Consultant, Postgraduate Institute of Management

Mr. Moksevi R Prelis Company Director and Chairman, Capital Trust Securities (Pvt.) Ltd.

Public Administration

Prof. Ajantha S. DharmasiriDirector, Postgraduate Institute of Management

Dr. Fredric A. AbeyratneConsultant, Policy Initiative, UNDP

Dr. Damitha De Zoysa Consultant, Financial City Project

Dr. Indrajit CoomaraswamyGovernor, Central Bank of Sri Lanka

Dr. Lloyd FernandoSenior Consultant, Postgraduate Institute of Management

Dr. Wickrema Weerasooria Advisor to H.E. the President, Insurance Ombudsman of Sri Lanka, Senior Consultant, Postgraduate Institute of Management

Mr. W. A. Wijewardena Former Deputy Governor, Central Bank of Sri Lanka

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PIM Graduates are expected to join the PIM Alumni Association. This Association provides opportunities for all PIM graduates to meet, learn, socialize, and network. There is an admission fee and annual membership fee to be paid. PIMA is active in providing its members with opportunities for continuing education, and it is a forum for the PIM graduates to develop their professional careers. Some of the important activities that have been initiated to meet its objectives are,

¡ Continuous Professional Development (CPD) programmes for its members.

¡ A Series of Public Interest Programs (PIP) to address issues of interest that are topical and significant to Management.

¡ A series of programmes titled ‘Developing Managers for the Future’.

¡ Presentation of ‘National Management Award’ in order to recognize the outstanding achievers among the members of PIMA.

The Vision and Mission of the PIMA is as follows:

VisionTo transform PIM Alumni into a community of Thought Leaders that will shape the nation’s socio-economic fabric.

MissionTo bring Together and Develop PIM Alumni through unique Continuous Professional Development programmes to forge links with the country’s Business and Public sector communities through unique Public Interest programmes.

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